MATERI #11
INTERVENSI MANAJEMEN SUMBERDAYA MANUSIA
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.
081 555 80 8899
081 233 72 8899
[email protected]
[email protected]
LEARNING OBJECTIVES
• To present a model for understanding the components and relationships
associated with performance management
• To explore three interventions concerned with managing the performance of
human resources: goal setting, performance appraisal, and reward systems
• To examine three human resource management interventions: career planning
and development, workforce diversity, and employee wellness
• To understand how OD efforts enhance human resource approaches to these
issues
• To compare and contrast two different classes of strategic interventions:
competitive and collaborative
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
PERFORMANCE MANAGEMENT
MODEL
• Source: Cummings & Worley,
2008
Business Strategy
Goal
Setting
Individual
and Group
Performance
Performance
Appraisal
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
Employee Involvement
Reward
Systems
CHARACTERISTICS OF EFFECTIVE
GOALS
Goals are Challenging
• Challenging but realistic
• Goals are set participatively
Goals are Clear
• Goals are specific and operationally defined
• Resources for goal achievement are negotiated
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
MANAGEMENT BY OBJECTIVES
(MBO)
• MBO attempts to align personal goals with business
strategy through increased communications and
shared perceptions between managers and
subordinates
• MBO programs may go beyond manager and
subordinate roles to address individuals, work groups,
and to reconcile conflicts.
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
MBO APPLICATION STAGES
Involve the whole
work group
Goals set jointly by
manager and
subordinate
Action plans are
established
Criteria and
yardsticks are
established
Work progress and
contract reviewed
and adjusted
periodically
Records of
meetings are
maintained
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
PERFORMANCE APPRAISAL ELEMENTS
Elements
Traditional
High Involvement
Purpose
 Organizational, legal
 Fragmented
 Supervisor or manager
 Developmental
 Integrative
 Appraisee, co-workers,
Appraiser
Role of Appraisee
Measurement
Timing
MATERI #10
INTERVENSI TEKNOSTRUKTURAL




and others
Passive recipient
 Active participant
Subjective
 Objective and
Concerned with validity
subjective
Period, fixed,
 Dynamic, timely,
administratively driven
employee- or workdriven
PERFORMANCE APPRAISAL
APPLICATION STAGES
Select the
appropriate
stakeholders
Design the
performance
appraisal system
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
Diagnose the
current situation
Establish the
system’s purposes
and objectives
Experiment with
implementation
Evaluate and
monitor the
system
CHARACTERISTICS OF EFFECTIVE
APPRAISAL SYSTEMS
Timely
Accurate
Accepted by the users
Understood
Focused on critical control points
Economically feasible
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
REWARD SYSTEM DESIGN FEATURES
Design Feature
Definition
Person/Job Based vs.
Performance Based
The extent to which rewards are based on the person, the job or the outcomes of the
work
Market Position
(External Equity)
The relationship between what an organization pays and what other organizations pay
Internal Equity
The extent to which people doing similar work within and organization are rewarded the
same
Hierarchy
The extent to which people in higher positions get more and varied rewards
Centralization
The extent to which reward system design, decisions and administration are standardized
Rewards Mix
The extent to which different types of rewards are available and offered to people
Security
The extent to which work is guaranteed
Seniority
The extent to which rewards are based on length of service
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
CHARACTERISTICS OF EFFECTIVE
REWARD SYSTEMS
Availability
Timeliness
Performance Contingency
Durability
Equity
Visibility
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
TYPES OF REWARDS
• Pay
• Skill-based pay plans
• Performance-based pay systems link pay to performance
• Gain sharing involves paying bonuses based on improvements in
the operating results
• Promotions
• Benefits
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
SALARY-BASED PAY FOR
PERFORMANCE RATINGS
• Source:
Cummings &
Worley, 2008
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
Individual Plan
Productivity
Cost effectiveness
Superiors’ rating
4
3
3
1
1
1
1
1
1
4
4
3
Group
Productivity
Cost effectiveness
Superiors’ rating
3
3
2
1
1
1
2
2
2
4
4
3
Organizationwide
Productivity
Cost effectiveness
2
2
1
1
3
2
4
4
STOCK/BONUS PAY FOR
PERFORMANCE RATINGS
• Source:
Cummings &
Worley, 2008
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
Individual Plan
Productivity
Cost effectiveness
Superiors’ rating
5
4
4
3
2
2
1
1
1
2
2
2
Group
Productivity
Cost effectiveness
Superiors’ rating
4
3
3
1
1
1
3
3
3
3
3
3
Organizationwide
Productivity
Cost effectiveness
Profit
3
3
2
1
1
1
3
3
3
4
4
3
GAIN SHARING PAY PLAN
CONSIDERATIONS
• Process of design - participative or top-down?
• Organizational unit covered - plant or companywide?
• Determining the bonus - what formula?
• Sharing gains - how and when to distribute?
• Managing change - how to implement system?
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
CAREER STAGES
Establishment
Stage (ages
21-26)
Maintenance
Stage (ages
40-60)
Advancement
Stage (ages
26-40)
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
Withdrawal
Stage (age 60
and above)
CAREER STAGES AND PLANNING
ISSUES
Establishment What are alternative occupations, firms, and jobs?
What are my interests and capabilities?
How do I get the work accomplished?
Am I performing as expected?
Advancement Am I advancing as expected?
What long-term options are available?
How do I become more effective and efficient?
Maintenance
How do I help others?
Should I reassess and redirect my career?
Withdrawal
What are my interests outside of work?
Will I be financially secure?
What retirement options are available to me?
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
CAREER PLANNING RESOURCES
• Communication regarding career opportunities and resources within
the organization
• Workshops to assess member interests, abilities, and job situations
and to formulate career plans
• Career counseling by managers or human resource department
personnel
• Self-development materials directed toward identifying life and
career issues
• Assessment programs that test vocational interests, aptitudes, and
abilities relevant to career goals
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
CAREER AND HUMAN RESOURCE
PLANNING
Individual Career Planning
Human Resources Planning
Personal objectives and life plans
Business objectives and plans
Occupational and organizational choice
Ways to attract and orient new talent
Job assignment choice
Methods for matching individuals and jobs
Development planning and review
Ways to help people perform and develop
Retirement
Ways to prepare for satisfying retirement
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
CAREER DEVELOPMENT
INTERVENTIONS
• Role & Structure Interventions
•
•
•
•
Realistic job preview
Job rotation and challenging assignments
Consultative roles
Phased retirement
• Individual Employee Development
• Assessment centers
• Mentoring
• Developmental training
• Performance Feedback and Coaching
• Work Life Balance
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
A FRAMEWORK FOR MANAGING
DIVERSITY
• Source:
Cummings &
Worley, 2008
External Pressures For & Against Diversity
Management’s
Perspectives &
Priorities
Strategic
Responses
Implementation
Internal Pressures For & Against Diversity
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
AGE DIVERSITY
Trends
Implications
Interventions
• Median age up
• Distribution of
ages changing
• Health care
• Mobility
• Security
• Wellness
programs
• Job design
• Career
development
and planning
• Reward systems
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
GENDER DIVERSITY
Trends
Implications
Interventions
• Percentage of
women in
work force
increasing
• Dual-income
families
increasing
• Child care
• Maternity/pate
rnity leaves
• Single parents
• Job design
• Fringe benefit
rewards
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
DISABILITY DIVERSITY
Trends
Implications
Interventions
• The number of
people with
disabilities
entering the
work force is
increasing
• Job skills and
challenge
issues
• Physical space
design
• Respect and
dignity
• Performance
management
• Job design
• Career
planning and
development
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
CULTURE AND VALUES DIVERSITY
Trends
Implications
Interventions
• Rising
proportion of
immigrant and
minoritygroup workers
• Shift in
rewards
• Flexible
organizational
policies
• Autonomy
• Affirmation
and respect
• Career
planning and
development
• Employee
involvement
• Reward
systems
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
RACE/ETHNICITY DIVERSITY
Trends
Implications
Interventions
• Minorities represent
large segments of
workforce and a
small segment of top
management/senior
executives
• Qualifications and
experience of
minority employees
is often overlooked
• Discrimination
• Equal employment
opportunities
• Mentoring programs
• Education and
training
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
SEXUAL ORIENTATION DIVERSITY
Trends
Implications
Interventions
• Number of
single-sex
households up
• More liberal
attitudes
toward sexual
orientation
• Discrimination
• Equal
employment
opportunities
• Fringe benefits
• Education and
training
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
STRESS AND WELLNESS
WORKPLACE INTERVENTIONS
• Role Clarification
• A systematic process for determining expectations and understanding work
roles
• Supportive relationships
• Establish trust and positive relationships
• Stress inoculation training
• Programs to help employees acquire skills and knowledge to cope positively
with stressors
• Health facilities
• Employee Assistance Programs
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
ENVIRONMENTAL DIMENSIONS &
ORGANIZATIONAL TRANSACTIONS
• Source:
Cummings &
Worley, 2008
Low
Low
Resource Dependence
High
Minimal environmental
constraint and need to
be responsive to
environment
Moderate constraint and
responsiveness
to environment
Moderate constraint and
responsiveness to
environment
Maximal environmental
constraint and need to be
responsive to
environment
Information
Uncertainty
High
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
COMPETITIVE STRATEGIES
• Uniqueness
• All organizations possess unique bundles of resources and processes that
represent the source of competitive advantage
• Value
• Organizations that arrange their unique resources and processes to produce
products or services that have value (low cost, desirable features)
• Difficult to Imitate
• Competitive advantage is sustainable when it is difficult to duplicate
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
INTEGRATED STRATEGIC CHANGE
(ISC)
Strategic Analysis
Strategic Choice
Designing the Strategic Change Plan
Implementing the Strategic Change Plan
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
THE INTEGRATED STRATEGIC
CHANGE PROCESS
• Source:
Cummings &
Worley, 2008
Strategy
S1
Organization
O1
Strategic Analysis
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
Strategic
Change
Plan
Implementation
Strategy
S2
Organization
O2
Strategic Choice
ISC APPLICATION STAGES
Designing the
Strategic Change
Plan
Strategic Analysis
•Assess the readiness for
change and top
management’s ability
to carry out change
•Diagnose the Current
Strategic Orientation
•Development of a
comprehensive
agenda to achieve the
change
Strategic Choice
•Top management
determines the content
of the strategic change
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
Implementing the
Strategic Change
Plan
MERGERS AND ACQUISITIONS
• Merger - the integration of two previously independent
organizations into a completely new organization
• Acquisition - the purchase of one organization by another for
integration into the acquiring organization.
• Distinct from strategies for collaboration, such as alliances
and networks, because at least one of the organizations
ceases to exist.
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
MERGER AND ACQUISITION
RATIONALE
Diversification
Vertical integration
Gaining access to global markets, technology, or other resources
Achieving operational efficiencies, improved innovation, or resource sharing
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
MERGER AND ACQUISITION
APPLICATION STAGES
Pre-combination Phase
Operational Combination
Phase
•The organization must identify a
candidate organization, work
with it to gather information
about each other, and plan the
implementation and integration
activities
•Implementing the operational,
technical and cultural integration
activities
Legal Combination Phase
•The two organizations settle on
the terms of the deal, gain
approval from regulatory
agencies and shareholders, and
file appropriate legal documents
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
COLLABORATIVE STRATEGIES
• Involve two or more organizations who agree to work together to
achieve their objectives
• Align and coordinate organization strategies, goals, structures, and
processes as they become interdependent
• Allow organizations to perform tasks that are too costly and
complicated for single organizations to perform
• Also known as transorganizational systems, including alliances and
networks
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
ALLIANCE INTERVENTIONS
• When two organizations formally agree to pursue a set of
goals
• There is sharing of resources, intellectual property, people,
capital, technology, capabilities or physical assets
• Common alliances are licensing agreements, franchises,
long-term contracts, and joint ventures
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
ALLIANCE INTERVENTION
APPLICATION STAGES
Alliance
Structuring and
Start-up
Alliance Strategy
Formulation
•Clarify the business
strategy and why an
alliance is needed
•Build and leverage
trust in the relationship
Partner Selection
•Leverage similarities
and differences to
create competitive
advantage
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
Alliance
Operation and
Adjustment
NETWORK INTERVENTIONS
• Involves three or more companies joined together for a common
purpose
• Each organization in the network has goals related to the network as
well as those focused on self-interest
• Characterized by two types of change: creating the initial network
(transorganizational development) and managing change within an
established network
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
MANAGING NETWORK CHANGE
• Create instability in the network
• Manage the tipping point
• The Law of the Few
• Stickiness
• The Power of Context
• Rely on self-organization
MATERI #10
INTERVENSI TEKNOSTRUKTURAL
NEXT | PERUBAHAN TRANSFORMASIONAL DAN BERKELANJUTAN
MISBAHUDDIN AZZUHRI
SE. MM. CPHR®. CSRS®.